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RESEARCH IN PERSONNEL AND HUMAN RESOURCES MANAGEMENT. Vol 22
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In response to demands and opportunities of the labor market, contemporary
employers and employees voluntarily are entering into highly customized
agreements regarding nonstandard employment terms. We refer to such
idiosyncratic deals as “i-deals,” acknowledging that these arrangements are
intended to benefit all parties. Examples of i-deals include an employee with
highly coveted skills who is compensated more generously than other employees
doing comparable work, and an employee who is granted atypically
flexible working hours to accommodate certain personal life demands. The
nonstandard nature of i-deals is likely to prompt questions about the fairness
of the arrangement among three principal stakeholders – employees
who receive the i-deal, managers with whom the i-deal is negotiated, and the
co-workers of these employees and managers. We analyze issues of fairness
that arise in the relationships among all three pairings of these stakeholders
through the lenses of four established forms of organizational justice –
distributive justice, procedural justice, interpersonal justice, and informational
justice. Our discussion sheds light on previously unexplored nuances
Joseph J Martocchio - Personal Name
0742-7301
NONE
RESEARCH IN PERSONNEL AND HUMAN RESOURCES MANAGEMENT. Vol 22
Management
English
ELSEVIER
2004
New York
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